Key performance indicators
How Tchibo uses facts and figures to underscore its reporting.
This section includes a well-structured overview of all key data from our fields of action.
Revenue performance (2008-2010)
| 2008 | 2009 | 2010 |
Revenue (€ billion) | 3.2 | 3.2 | 3.4 |
Share of sustainable coffee varieties in total purchasing volume (2008-2010)*
| 2008 | 2009 | 2010 |
Share of sustainable coffee varieties in total purchasing volume | 6.3% | 8.0% | 9.6% |
We report this indicator from 2010, with retrospective effect, based on the amount of raw coffee supplied to the roasteries between 1 January and 31 December of each year. The figures for 2008 and 2009 have been adjusted accordingly.
* Audited by PwC
Tchibo social audits by type of audit (2008-2010)*
* Audited by PwC
Tchibo social audits by country (2008-2010)*
* Audited by PwC
Results of initial and biannual audits (2008-2010)*
* Audited by PwC
Results of follow-up audits compared to previously identified issues (2008-2010)
* Audited by PwC
Auditing/certification status of companies producing for Tchibo*
* Audited by PwC
Number of customer contacts directed to customer service in 2010*
Customer contacts by phone
Reason | Customer contacts |
Placing orders | 1,450,000 |
Customer care before and during product purchase | 1,600,000 |
Customer care after product purchase | 295,800 |
Customer contacts by email, post or fax
Reason | Customer contacts |
Placing orders | 213,000 |
Customer care before and during product purchase | 1,573,000 |
Customer care after product purchase | 150,000 |
* Audited by PwC
Reasons for customer contacts before and during product purchase in 2010
All figures in per cent
| Delivery times/date and time of delivery | 18.1 |
| Queries on account balance | 13.9 |
| Placing orders | 7.9 |
| Call forwarding to another hotline | 7.5 |
| Complaints on articles | 4.8 |
| Response to payment reminder | 4.4 |
| Enquiry on handling of returns | 4.0 |
| Wrong amount (too many/too few) | 3.7 |
| Problems with online shop | 3.4 |
| Item availability | 3.3 |
| Exchanges | 3,2 |
| Enquiries on vouchers/coupons | 2.9 |
| Delivery of wrong item/s | 2.6 |
| Breakages/damage | 2.0 |
| Missing invoice/delivery note | 1.8 |
| Other | 16.6 |
Reasons for customer contact after product purchase in 2010
All figures in per cent
| Product enquiry: consumer goods | 17.5 |
| Customer care | 15.8 |
| Enquiry on repairs | 15.1 |
| General enquiries | 11.1 |
| Placing orders (replacement parts) | 10.7 |
| Ordering service (accepting orders) | 5.9 |
| Information on telephone numbers | 5.4 |
| Tchibo mobil (forwarding to appropriate service) | 2.7 |
| Exchanges | 2.3 |
| Cafissimo (incl. forwarding to Cafissimo hotline) | 1.8 |
| Refund of purchase price | 1.3 |
| PrivatCard (incl. forwarding to PrivatCard hotline) | 0.8 |
| Enquiries on possible cooperations | 0.7 |
| Discounts | 0.4 |
| Returns of products which fail to please | 0.3 |
| Other | 8.2 |
Number of contacts and processing times in service centres
| 2008 | 2009 | 2010 |
Complaints | 285,000 | 223,000 | 196,000 |
Proportion of repairs/replacement parts required | 48 % | 53 % | 60 % |
Average throughput time (working days) | 2.8 | 3.7 | 4.5 |
- The number of complaints has fallen from 285,000 in 2008 to 196,000 in 2010.
- At the same time, the proportion requiring repairs or the shipping of replacement parts has risen from 48 to 60 per cent. This means that the useful lives of products that were the subject of complaints have become longer and the proportion of scrapped defective products could be reduced thanks to the lower number of completely replaced products.
- The shift in the handling of complaints from replacement of the entire product towards repairs has led to rising complexity of tasks in the service centres, increasing average throughput times from 2.8 (2008) to 4.5 working days (2010).
CO2 emissions resulting from Tchibo product shipping (2008-2010), not adjusted for quantity
Percentage of CO2 emissions for each mode of shipping resulting from the transport of Tchibo products (2010)
Electricity purchased by Tchibo (2008-2010)*
* Audited by PwC
CO2 emissions resulting from power consumption (2008-2010)*
* Audited by PwC
Electricity obtained from renewable energy sources (2008-2010)
Energy consumption in Tchibo’s central headquarters by energy source (2008-2010)
Energy consumption in warehouses (2008-2010)
Energy consumption in roasting plants (2008-2010)*
* Audited by PwC
Total distance covered in business journeys (2008-2010)
CO2 emissions related to business travel (2008-2010)
Fuel consumption of the Tchibo fleet and associated CO2 emissions (2008-2010)
Water consumption at administration sites (2008-2010)
Packaging materials (2008-2010)
Waste at Tchibo locations (2010)
Waste at warehouse locations run by service providers (2010)
Use of paper at administrative and shop locations (2008-2010)
All key performance indicators in the Employees section refer to full-time and part-time work.
Employees by fields of activity (2008-2010)
Staff turnover by reason for departure (2008-2010)
Turnover rate at Tchibo GmbH in Germany (2008-2010)
| 2008 | 2009 | 2010 |
Total | 9.5% | 7.4% | 9.7% |
Women | 8.6% | 6.4% | 9.2% |
Men | 13.1% | 8.9% | 12.0% |
Employees by form of employment
Percentage of men and women (2010)
Overview of traineeships at Tchibo
Commercial traineeships:
- Bachelor of science in commercial information technology
- Bachelor of Arts in business studies, specialising in retail
- Bachelor Coffee Management
- Visual merchandiser
- Industrial manager
- Wholesale and foreign trade manager
- Management assistant in office communication
- Logistics and transport services manager
Technical traineeships and trades:
- Warehouse specialist
- Specialist in warehouse logistics
- Industrial mechanic
- IT system electronics technician
- Chef
- Mechanical engineer
Investment in training for Tchibo administrative and shop staff in Germany, Austria and Switzerland (2008-2010)
Year | Investment |
2010 | EUR 4,796,000 |
2009 | EUR 4,814,000 |
2008 | EUR 900,000 |
We adjusted our data collection systems in 2010 due to changes in internal requirements. This means that expenses for training and education hours in 2009 and 2010 can only be given as a total sum and cannot be shown per country. The 2008 figures refer to Germany only. This results in significantly higher figures for 2009 and 2010. However, we plan to revamp the existing controlling system for training and education in 2012, which will allow us to show costs per country.
Age structure (2008-2010)
Employees with disabilities (2008-2010)
Nationalities at Tchibo (2008-2010)
Nationalities at senior management level (2010)
In 2010, 85% of the Austrian and 50% of the Swiss national senior management team held citizenship in Austria and Switzerland, respectively. In Hungary, 75% of senior managers were Hungarian citizens. 100 per cent of senior managers held citizenship in their country of employment in Turkey, Poland, Romania and Slovakia. Czech managers made up 40% of the management team in the Czech Republic. In Russia, this figure stood at 67%.
Workplace accidents per 1,000 employees (2008-2010)
Distribution of salary levels at Tchibo (2008-2010)
Donations to the “Schüler Helfen Leben” (Schoolchildren Help with Life) organisation (2008-2010)
| 2008 | 2009 | 2010 |
Total donations(€) | 800 | 800 | 950 |